It's about Time : The Competitive Advantage of Quick Response Manufacturing

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  • Format: Hardcover
  • Copyright: 2010-01-01
  • Publisher: CRC

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Supplemental Materials

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While everyone knows that time is money, this book demonstrates that for manufacturing companies time is a lot more money than most managers realize! The author shows how companies can take advantage of this realization to gain competitive advantage. This book is intended to be a quick read to convince executives to implement QRM strategy as well as a brief overview for all employees to help them support the QRM implementation.In the decade since the publication of Rajan Suri's landmark book, Quick Response Manufacturing , the innovative principles of QRM have been proven out via impressive results at many companies, big and small, in a variety of industries. While the key principles of QRM remain unchanged, after a decade of teaching QRM workshops to senior executives, Suri has developed a concise yet convincing way of presenting QRM strategy using four core concepts: (i) The Power of Time ' the huge impact that time has on your whole enterprise (ii) Organization Structure ' how to structure your organization to minimize time (iii) System Dynamics ' understanding how interactions between jobs and resources impact time and thereby how to make better decisions on capacity, lot sizes. and similar issues (iv) Enterprise-wide application - QRM is not just a shop floor strategy, it extends across your whole enterprise including material planning and control, supply management, office operations and new product introduction.The text contains new case studies on QRM implementation showing how QRM not only reduces lead time but also improves quality, reduces total operating cost, and enables companies to gain substantial market share. The book also shows how factories in advanced nations can use QRM strategy to compete with manufacturers in low-wage countries. An additional chapter provides pointers for QRM implementation including accounting strategies, novel cost-justification approaches, and a stepwise process for implementation.Also included is a bonus CD with five appendices that provide a number of practical details to assist in the success of your QRM implementation. Suri chose the topics for the appendices based on numerous experiences with companies, picking topics that most frequently needed to be addressed during the implementation. When you are ready to start implementing QRM, you will find that these appendices contain many tips and pointers that help you work through implementation questions, and also provide simple calculation methods and tools to support the design of your QRM strategy.

Table of Contents

Contents of Bonus CDp. xiii
Acknowledgmentsp. xv
Introductionp. xvii
The Power of Timep. 1
Defining QRMp. 2
Challenges to Reducing Lead Timep. 4
QRM Focus Is Different from a Traditional Approachp. 8
Manufacturing Critical-path Time (MCT)p. 12
Keep Data-Gathering Efforts Simplep. 12
Measure in Calendar Time and Properly Quantify the Critical Pathp. 13
An MCT Examplep. 14
Impact of MCT on Your Organization's Performancep. 18
Enterprise-Wide Waste Due to Long MCTp. 20
Impact of QRM-Standard Cost Prediction versus Actual Resultsp. 23
Accounting Systems Miss the Connectionp. 25
Encouraging Time-Based Thinking throughout the Organizationp. 28
Rethinking the "On-Time Delivery" Metricp. 30
Dysfunctional Impact of the On-Time Delivery Metricp. 31
The QRM Approach to Improving Delivery Performancep. 33
Squeezing Out Time Leads to Numerous Improvementsp. 33
Organizational Structure for Quick Response: QRM Cells, Teamwork, and Ownershipp. 35
Response Time Spiralsp. 36
The Spiral for a Make-to-Stock Businessp. 36
The Spiral for a Make-to-Order Businessp. 39
Roots of the Response Time Spiralsp. 41
Four Structural Changes for Quick Responsep. 47
Organize into QRM Cellsp. 48
Understanding Focused Target Market Segment (FTMS) through an Examplep. 48
Defining a QRM Cellp. 50
Deciding Which Resources to Include in a QRM Cell: An Examplep. 52
QRM Cells Are More Flexible than Traditional Cellsp. 53
Team Ownershipp. 56
Significant Investment in Cross-Trainingp. 57
Relentless Focus on MCT Reductionp. 60
Understanding the QRM Numberp. 60
Ensuring Proper Application of the QRM Numberp. 63
Harnessing the Power of the Four Structural Keysp. 65
Understanding and Exploiting System Dynamics Principlesp. 71
The Parable of the Landing Gearp. 73
The Pitfall of High Utilizationp. 75
Understanding the Magnifying Effect of Utilizationp. 76
Clarifying "Utilization"p. 77
Clarifying "Flow Time"p. 78
Putting It All Togetherp. 79
The Miraculous Effect of Spare Capacityp. 80
Impact of Variabilityp. 81
Three-Pronged Strategy to Reduce Flow Timep. 83
Reduce AV, the Average Variabilityp. 83
Practical Strategies for Reducing Variability in Arrivalsp. 84
Practical Strategies for Reducing Variability in Job Timesp. 84
Reduce M, the Magnifying Effect of Utilizationp. 85
Reduce TJ, the Time per Jobp. 87
Combined Impact of Strategies to Reduce Flow Timep. 87
Time-Based Approach to Batch Sizingp. 89
Setup Reduction-Insights from System Dynamicsp. 94
Reexamining Organizational Policies to Support Batch Size Reductionp. 96
QRM Approach to Transfer Batchingp. 98
System Dynamics Compared with MRP, EOQ, and Other Traditional Approachesp. 99
Why Companies Mistakenly Invest in Warehouses Instead of Machinesp. 102
A Unified Strategy for the Whole Enterprisep. 105
Principles of Quick Response in Office Operationsp. 106
The Response Time Spiral in Office Operationsp. 106
Eliminating the Response Time Spiral in Office Operationsp. 109
How to Identify an FTMS in the Context of Office Operationsp. 112
How to Form Effective Q-ROCsp. 114
The FTMS and Q-ROC Reinforce Each Other and Provide the Basis for Rethinking Processesp. 115
Combine Stepsp. 115
Eliminate Stepsp. 116
Redesign Stepsp. 117
Provide Continuous Flow of Workp. 118
Take Advantage of the Latest Information Technology and Toolsp. 118
Overcome Traditional Mind-Setsp. 119
Additional Challenges in Reorganizing Office Operationsp. 120
A Case Study: Q-ROCs Rock at Alexandria Extrusion Companyp. 122
Restructure Your Material-Planning System to Support QRMp. 123
Implementing High-Level MRPp. 125
Understanding Why HL/MRP Will Work Better than Standard MRPp. 127
POLCA-The Shop Floor Material Control Strategy to Support QRMp. 129
Why Kanban (Pull) Won't Work in the QRM Contextp. 130
Takt Time Issuesp. 130
Pull System Issuesp. 131
Difficulties with Custom or New Productsp. 132
Paired-cell Loops of Cardsp. 133
Authorizationp. 134
Dispatch Listp. 134
Strict Scheduling Rulesp. 136
Overlapping Loopsp. 138
Benefits Realized with POLCA Implementationsp. 139
Transforming Your Purchasing Using Time-Based Supply Managementp. 142
The Response Time Spiral in Purchasingp. 142
Impact of Supplier with Long MCTp. 144
Deficiencies of Traditional Supply Management Metricsp. 146
Use MCT as a Primary Metric for Suppliersp. 147
Encourage Your Suppliers to Reduce MCTp. 148
Time-Based Dual Sourcing for Overseas Suppliersp. 149
Strategies for Low-Volume Partsp. 151
Supplement Time-Based Strategies with Other Modern Practicesp. 152
Train Your Supply Management Personnel and Rethink Performance Metricsp. 153
Customer Strategies to Support Your QRM Programp. 153
Get Your Sales Force to Exploit Your QRM Capabilitiesp. 155
Time-Based Mind-Set for New-Product Introductionp. 156
Benefits of Rapid New-Product Introductionp. 156
Rethinking Cost-Based Decisions for New-Product Introductionp. 159
Implement a New Purchasing Paradigm for Prototype Constructionp. 159
Identify Long-Lead-Time Components Ahead of Timep. 160
Use Product Enrichment Strategyp. 161
Summary and Next Stepsp. 162
A Road Map for QRM Implementationp. 163
"Power of Six" Rule for Cost Impact of QRMp. 165
Mind-Set First, Technology Laterp. 168
Embarking on Your QRM Journeyp. 170
Highlight the Power of Time for Your Organizationp. 170
Create the Right Organizational Structurep. 171
Understand and Exploit System Dynamicsp. 172
Build Your Enterprise-Wide, Unified Strategyp. 172
Switch to Time-Based Cost Justification of QRM Projectsp. 173
Use Accounting Strategies to Support QRMp. 180
Use Lower Overhead Rates for Cellsp. 181
Assign Overhead Using More than Just Direct Laborp. 183
Apply Overhead at the Time of Shipmentp. 186
Apply Overhead Based on MCT or Other Lead Time Measurep. 186
Reassign Some of the Overhead Costs Specifically to Large Batchesp. 187
Combine Approaches for Better Resultsp. 188
Recognize That Your Existing Improvement Strategies Strengthen Your QRM Programp. 188
Use QRM as a Positive, Unifying Perspective for Your Entire Businessp. 190
Indexp. 193
About the Authorp. 209
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